Collaborating across cultures
Subtitle: cultural metacognition & affect-based trust in creative collaboration
By: Roy Y.J. Chua, Michael W. Morris, Shira Mor
Contributors: Morris, Michael W.; Mor, Shira; Harvard Business School
Series: Working paper / Harvard Business School -- 11-127; Working paper (Harvard Business School) -- 11-127
Publisher: Harvard Business School
Published: 2011
Place of publication: Boston]
Language: eng
Number of pages: 62
Description: We propose that managers' awareness of their own and others' cultural assumptions (cultural metacognition) enables them to develop affect-based trust with associates from different cultures, promoting creative collaboration. Study 1, a multi-rater assessment of managerial performance, found that managers higher in metacognitive cultural intelligence (CQ) were rated as more effective in intercultural creative collaboration by managers from other cultures. Study 2, a social network survey, found that managers lower in metacognitive CQ reported a deficit of new idea sharing in their intercultural but not intracultural ties. In Study 3, a laboratory experiment involving a collaborative task, higher metacognitive CQ engendered greater idea sharing and creative performance only when participants shared personal experiences prior to the task. The effects of metacognitive CQ in enhancing collaboration were mediated by affect-based trust. We discuss the theoretical and practical implications for understanding and promoting creativity and problem solving in multicultural global contexts.
Notes: "June 2011" -- Publisher's website.

Includes bibliographical references.